HOW TO DEVELOP THE FULL WELL-BEING PROFILE AMONG US EMPLOYEES? A PERSON-CENTERED APPROACH

Abstract

The aim of this exploratory study is to test the link
between high-performance HRM practices and
the likelihood of belonging to different profiles of
well-being at work, more specifically, the profile that
is least associated with work exhaustion and intention
to quit the organization. Following the “revised
treadmill theory” and using the “psychological
capital” concept, we hypothesize that employees
tend to belong to this expected profile when they are
given opportunities to use their abilities in the organizational context and when they have incentives. A
latent profile analysis and multinomial logistic regressions have been applied in a large sample of 492
North American employees. The results support our
hypothesis, revealing the relevance of the person-centered approach for defining a realistic step-by-step
managerial strategy to progressively develop the full
well-being profile.